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Complexities and Controversies in Linking Human Resource Management and Organisational Outcomes.

Truss, Catherine (2001) Complexities and Controversies in Linking Human Resource Management and Organisational Outcomes. Journal of Management Studies, . (doi:10.1111/1467-6486.00275) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:25688)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided. (Contact us about this Publication)
Official URL
http://dx.doi.org/10.1111/1467-6486.00275

Abstract

Our understanding of the way in which human resource management (HRM) is

use a quantitative approach to argue for a strong positive relationship between

are limited by their reliance on a single informant in each organization, and their

variables. This paper contributes to the debate by analysing in detail the human

period, using a variety of methodologies and drawing on a broad range of informants

from the literature and testing its impact on performance, we instead invert the

and practices it uses. We also examine the way in which these policies are enacted.

always implement 'best practice' HRM, and that there is frequently a discrepancy

levels are complex and often contradictory; we question the extent to which is it

at the level of the formal system, and organizational performance, without taking

implementation of HR policies.

Item Type: Article
DOI/Identification number: 10.1111/1467-6486.00275
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM
Depositing User: J. Ziya
Date Deposited: 30 Sep 2010 12:01 UTC
Last Modified: 28 May 2019 15:46 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/25688 (The current URI for this page, for reference purposes)
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